领导学：在实践中提升领导力（原书第10版）课件 第8章　构建个人可信度并影响他人的技能.pptx

Chapter8SkillsforBuildingPersonalCredibilityandInfluencingOthersCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

ChapterOutlineIntroductionBuildingcredibilityCommunicationListeningAssertivenessConductingmeetingsEffectivestressmanagementProblemsolvingImprovingcreativity

BuildingCredibilityCredibility:Abilitytoengendertrustinothers.Leaderswithhighlevelsofcredibilityareconsideredtrustworthy.Tendtohaveastrongsenseofrightandwrong.Standupandspeakupforwhattheybelievein,protectconfidentialinformation,encourageethicaldiscussionsofbusinessorworkissues,andfollowthroughwithcommitments.Comprisesthefollowingcomponents:Expertise:Technicalcompetence,organizationalknowledge,andindustryknowledge.Trust:Clarifyingandcommunicatingone’svaluesandbuildingrelationshipswithothers.

Figure8.1:TheCredibilityMatrixAccessthetextalternativeforslideimages.Source:G.J.Curphy,Credibility:BuildingYourReputationthroughouttheOrganization(Minneapolis,MN:PersonnelDecisionsInternational,1997).

ExpertiseandTrust:CredibilityMatrix1Leadersaregroupedinfourquadrantsinthecredibilitymatrix.Firstquadrant:Leadershavehighlevelsofexpertiseandtrust.Likelytobeviewedbyothersashighlycredible.Secondquadrant:Leadersdonotfollowthroughwithcommitments,arenewtothefirm,orhavenotinvestedtimeinbuildingrelationshipswithfollowers.

ExpertiseandTrust:CredibilityMatrix2Thirdquadrant:Leadersmaybenewcollegehiresornewtotheindustry.Lacktechnicalcompetence,organizationalorindustryknowledge,ortimetobuildrelationshipswithcoworkers.Fourthquadrant:Leadersarepromotedfromamongpeersortransferredfromanotherdepartmentwithinthecompany.Theformermayneedtodevelopleadershipknowledgeorskillsandthelattertechnicalcompetenceiftheywish